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Guide to Histopathology
Hideo
Yoshikawa |
Former
Executive Advisor |
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According to one of the
major dictionaries in Japan, pathology is defined as a medical science that describes
and classifies disease, analyzes its symptoms, studies its development and identifies
its causes. The subject of pathology, in this respect, is diseases which develop
naturally in human bodies, however, the idea or method of analysis that is adopted
within the field of pathology may be just as applicable to organizations consisting
of "human bodies" that are established for specific purposes under a centralized
authority. I call this new organizational aspect "histopathology" intending to
establish it as a new kind of managerial science. The basis for this new science
includes recognition that even organizations can develop diseases, which then
creates a social need for experts who can diagnose, prescribe and cure those diseases
in order to improve the overall health of the organization. The initial diagnosis
is of critical importance since diseases can often accelerate the deterioration
of the "body" and eventually increases the total number of pathogens. In organizational
histopathological diagnosis, we need to not only analyze the performance of the
organization using quantitative data on management efficiency, but also look for
any symptoms of "disease", things typically expressed in the human body such as
pain, numbness, or swelling, that may exist in daily operations in order to determine
the phase of the "disease's" development. Based on these findings, it can then
be determined if there is a singular and relatively simple cause or if the cause
is complicated entailing several possibilities. After determining the cause or
causes, a treatment method can then be adopted and carried out. For the human
body, this treatment is usually performed by a doctor, whereas for organizations
it may be performed by an executive or an equity stakeholder who has clear and
determined objectives. It is often not easy to cure an organization that has fallen
ill. How to determine the phase of illness, whether a single shot is enough, whether
an operation is needed or whether it is simply too late, are all extremely important
questions which can be discussed in further detail on another occasion. The diagnosis,
however, is critical and an example of a diagnostic tool for organizations is
shown below. It is based on a satisfaction survey that focuses on the members
who make up the organization. The questionnaires would be collected from teams
or projects, a mean value calculated for each question, and the degree of deviation
from a target value of 4 determined for each item.
References: Satisfaction
survey for projects or teams Each question should be evaluated according to the
5 levels below (target value=4).
<5> |
I think
so very often. |
<4> |
I think
so. |
<3> |
Maybe
or maybe not. |
<2> |
I seldom
think so. |
<1> |
I never
think so. |
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Scope 3: Project Environment
1 |
Teamwork
is best - every piece of information is well disseminated among the members. |
2 |
If you
are in trouble there is always someone available to support you. |
3 |
You can
get clear and adequate instruction or review from your supervisor. |
4 |
Your work
place is set up as an optimum environment. |
5 |
The management
of the leader or sub-leader is good. |
@ |
@ |
Scope 2: Ability |
1 |
If you
have a problem you will be able to find a solution by cooperating with other members. |
2 |
You are
comfortable about your ability in the course of your business. |
3 |
You feel
that the current job will improve your ability. |
4 |
Your contribution
to your team is significant. |
5 |
You keep
acquiring new knowledge or skills. |
@ |
@ |
Scope 3: Motivation |
1 |
At the
office first thing in the morning you really feel can accomplish a lot in the
day ahead. |
2 |
You
are willing to put in your best effort in order to achieve your target. |
3 |
You can
sleep soundly at night without worrying about your business. |
4 |
Your current
job is exciting to you. |
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Background of the author:
1959 to 1994: worked in several departments of the Japan Atomic Energy Research
Institute, including the fields of planning, international affairs, accounting,
and general affairs. During this period, was transferred to the planning bureau
of the Science and Technology Agency as well as the Research Development Corporation
of Japan. Since 1995: took on the office of inspector for the Marine Science and
Technology Center. In 1997: became director of the Mutsu Science Museum. In1998
became Secretary to House of Councillors Member Akito Arima. Since 2000: has been
at RIKEN BSI. The author has also written a number of books related to the history
of science technology including, "Science Beyond the Border" and "Men Who Explored
the Nuclear Age". |
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